FEATURE
What true product ownership looks like in a GCC
True product ownership means owning the entire lifecycle of a product, from defining the roadmap and solving real customer problems to launching, monitoring adoption and continuously improving features. It requires GCC teams to manage global stakeholders, balance compliance and market demands and sit at the decision-making table with headquarters as equal partners.
In holding GCCs back from being decision makers, enterprises are limiting India’ s talent and limiting their own future. GCCs that don’ t evolve into decision making and innovation hubs risk being seen as cost-saving centers only.
The rising aspirations of Indian tech talents in GCCs
Today, more and more top tech talent is starting their careers or even pivoting mid-way into GCCs rather than traditional IT companies. And the rationale is clear.
These professionals aren’ t just looking at compensation, though the remuneration is certainly attractive. What draws them in is the promise of freedom – the space to express creativity, to lead innovation and to see their ideas come alive in products used across the world.
Their aspirations have shifted dramatically from the days when stability or a steady paycheck was enough. The new generation of engineers, product managers and designers want to shape outcomes. They want impact, they want ownership and they want their work to matter.
And this is exactly where the real challenge lies: if capability centres don’ t move beyond delivery roles and offer true product ownership, they risk frustrating this ambition.
Bright young engineers, full of ideas, lose their spark when they’ re boxed into execution alone. Many don’ t stick around; they move to start-ups or global tech giants where their aspirations can breathe.
For GCCs, this is both the biggest risk and the biggest opportunity, because when talent is trusted with ownership, they thrive and they push the organization to new frontiers of innovation.
If GCCs need to evolve or it will be a missed opportunity to power their transformation
The future of GCCs in India will be defined by how much trust and ownership global enterprises are willing to place in their India teams.
The choice is clear: treat GCCs as mere extensions of headquarters and risk losing relevance or empower them as true decisionmaking hubs and unlock their potential to lead global innovation. • www. intelligentcio. com
INTELLIGENT CIO APAC
27